November 2015

• Given answers, go back to see the solidity of the questions before you adopt them.
• Defining ourselves by what we are against, does not advance the cause of the for.
• Don’t let the expression ‘this is just business’ be a synonymous for inhuman. Business? Not in my name.
• Stuck is the worse status. Worse than being wrong.
• 3 kinds of people you need to replace; 3 kinds of people you need. Development Plan done.
• 7 Platitudes in Organizational Life, in need of a very loud ‘really?’ Louder! And some debunking.
• Jet Skiing Management vs. Scuba Diving Management
• Leaders as architects: how to build the house, page one.
• I love Apple, I hate Apple: could the discussion on culture be slightly more elevated?
• The ultimate goal of ‘Employee Engagement’, or ‘Change Management’, is their early retirement, not to have to talk about them.
• Millenials have in common their age. The rest is more about the world we all are in, the meal we have cooked for their dinner.
• Counter-fundamentalism secret weapon is yet to be deployed fully. Homo Sapiens drops bombs. Homo Imitans changes minds.
• If you marry a summary, you’ll breed bullet points. Life becomes much easier, if hardily real.
• ‘Change management’ forgotten statement: this will not change
• The thoughts are with Paris
• 10 alternative questions on Culture and Engagement.
• Give me a good practice and I will create a good theory to explain it. Even a good philosophy and a disruptive worldview.
• Leaders who have little control on things, but who think they have a lot of it, are the ones who fear loosing control most.
• Stop press: The C-suite people, and top leadership, major problem revealed.
• Common people doing uncommon things together: a plain language definition of the organization.
• A 10 line Street Social Dictionary to navigate your social business and avoid fooling yourself with mistaken expectations.
• Is technology transforming (management) life? Is it good or bad? Is this the best you can do with a question?
• ‘A rain dance is a ritual for me, ‘work’ for the one who dances’
• Winning by failures and mistakes
• Dear exec looking for ‘change’. What would you do if told you these things?
• The curious case of the 3 look-alike wandering sisters, and the risks of mistaken identity.
• When the organization goes into permanent rehearsal mode, learns to rehearse, not to perform.
• The management party (not that kind of party). Don’t stop the music